Sustainable Development Management Plan

Transcription

1 Sustainable Development Management Plan SOMMAIRE 1

2 CONTENTS I. OBJECTIVE... 3 II. GRAND HOTEL CANNES AND SUSTAINABLE DEVELOPMENT... 4 III. TOOLS AND FUNDAMENTALS OF THE SD APPROACH... 5 A. OUR COMPANY S VALUES:... 5 B. OUR COMMITMENTS TO THE ENVIRONMENT:... 5 C. OUR SOCIO-ECONOMIC COMMITMENTS:... 6 D. CULTURAL INTEGRATION:... 7 F. HEALTH AND SAFETY:... 8 IV. CONCLUSION:

3 I. OBJECTIVE This management plan was developed in-house (given the size of our company) to explain the organization of our sustainable development approach and the impetus behind it. This plan is: Comprehensive: it groups the environmental, socio-economic, cultural, quality, health and safety aspects of our establishment in a set of procedures and joint action. Upgradable, constructive: it reflects the requirements of our trade to integrate sustainable initiatives into our activity and illustrates our ongoing progress. This improvement is audited annually by the firm FTC. Accepted and validated by the general management team, and updated annually with the help of a green team made up of heads of department. Supported by an annual global action plan broken down by service and updated every year. Available: it is communicated in-house on the company s intranet and externally on our website. To ensure the quality of action undertaken within the establishment, continuous improvement is monitored by annual assessment. This is ensured by members of the hotel s SD committee comprising department managers, and validated by the Managing Director, Hugues RAYBAUD. If any of the targets established in this plan are not achieved, the annual review will be followed by the implementation of an appropriate corrective action plan. The information is communicated by members of the committee and displayed internally and externally. 3

4 II. GRAND HOTEL CANNES AND SUSTAINABLE DEVELOPMENT Built in 1863 and designed by the architects Vianey and Blondel at the same time as the legendary Croisette, the Grand Hôtel was for a long time the first and only luxury hotel in Cannes. The hotel was demolished and rebuilt in 1963, with a contemporary design that is still iconic in the world of luxury and innovation. Nestling in its own leafy haven, the Grand Hôtel is naturally concerned with the issue of sustainable development. In line with its history and responsibilities, the hotel applies an everyday policy of sustainable development and awareness-raising through its activities, operations, and development. The hotel s Green Globe certification boosts this overall sustainable development approach and gives wider visibility to our long-standing commitment to ecotourism and responsible luxury. It allows us to organize our action over time with the aim of ecological excellence, financial performance, and social satisfaction. Green Globe confirms and authenticates the Grand Hôtel s ambition to take a durable eco-citizen stand. The establishment aims to point all of its activities (catering, accommodation, services) in a sustainable development direction to tackle mainly environmental and societal issues. This approach will be applied and communicated at all levels, and involve internal and external stakeholders in the hotel s activity. The Grand Hôtel is also committed to ensuring the continuity of this approach by implementing a continuous improvement plan. 4

5 III. TOOLS AND FUNDAMENTALS OF THE SD APPROACH A. OUR COMPANY S VALUES: 1. Through its action, the Grand Hôtel seeks to respect its 4 core values: encourage loyalty, create events and stimulate wonder, foster pride in belonging, and remain accessible. 2. The Grand Hôtel also operates an in-house policy that focuses on cooperation and a convivial atmosphere. The hotel has always put the emphasis on good relations, placing the interests of both its clientele and its staff at the heart of its concerns. 3. The management is keen to preserve the hotel s surroundings and environment, and has always aimed to reduce the impact of its activities. With the move to Green Globe certification, the Grand Hôtel hopes to gain recognition for its spirit of initiative and equip itself with the means to continue with a sustainable development approach. B. OUR COMMITMENTS TO THE ENVIRONMENT: Our commitment to sustainable development has led us to objectively consider the environmental impact of our activities and services and act in the most appropriate way. As a result, the Grand Hôtel is dedicated to respecting legal requirements and constantly improving its ecological performance, which includes working on certain priorities: 1. Effectively reduce overall consumption of the following by 2019: a. 5% less water. This involves installing water-saving devices throughout the establishment (taps and cold rooms), changing the garden s watering system, planting species that require less water, reading water meters monthly and reviewing the annual invoice for the first year. b. 5% less energy over 5 years. The accent will be on an energy analysis of the building in year 1, metering and implementing good practices. An overhaul of the lighting will gradually take place over the 5 years, removing non-energysaving bulbs (incandescent, halogen, linolite). The hotel s computer stock is being replaced by EnergyStar certified equipment. Insulation will be monitored and improved over the 5-year period to complement the efficient, centrally managed dual-flow heat pumps. 2. Monitor action and good practices through awareness-raising and annual training courses for all. 5

6 3. Set up a regular control programme and implement corrective and preventative action in good time. A green team, comprising heads of department, will ensure follow-up and communicate information to guarantee swift correction and prevention. 4. Ensure maximum reduction of environmental impacts of all types of pollution, less waste and a more rigorous recycling system. This operation includes installing bins to recuperate light bulbs, neon tubes, toxic products, WEEE and batteries alongside traditional containers. A system to recycle pallets, crates and polystyrene has been set up, along with efforts to reduce/recuperate initial packaging to reduce our carbon footprint further still. 5. Increased sorting and recycling in all of the hotel s services will result in a reduced volume of household waste and a 50% increase in waste recycling. This rate will be raised every year to boost the hotel s performance. In line with these wastereduction and recycling efforts, we will reduce some of the biowaste produced, with a target of less than 10 tonnes a year. 6. Reduce the hotel s greenhouse gas emissions. This involves annual monitoring of the different types of emission and implementing corrective action. This commitment to reducing our carbon impact also involves raising awareness and obliges us to set an example of good practices to our guests and personnel. 7. Manage equipment with a focus on more long-lasting, ecological ranges (green labels). This approach is written into the hotel s purchasing policy with the aim of achieving sustainable, ecological consumption of everyday goods. 8. Improve management of biodiversity, contributing to preserve biocenoses and local biotypes through more rational operations and maintenance. As the owner of the only green space on the Croisette, the establishment takes particular care in preserving it. Our partner gardening company focuses on removing invasive plants. Participation in managing local biodiversity involves working with the Prince Albert II of Monaco Foundation and their action in the Mediterranean (Pelagos Sanctuary) and throughout the world. 9. Support training projects and raise awareness of young people beyond the hotel through an association to protect the River Siagne and its canal, which also gives presentations in schools in the area. C. OUR SOCIO-ECONOMIC COMMITMENTS: 1. Reinforce our eco-responsible purchasing policy, despite the demands of our activity. As far as possible, use local suppliers with an ecological approach. 6

7 2. Follow and enforce anti-corruption policy as part of our activities. Integrity is a fundamental course of action in the establishment management, it guarantees an optimum quality of service, accessible to all, without distinction. The hotel is a nonpolitical entity, any kind of corruption or bribe is prohibited. The hotel has chosen to work with suppliers and partners in a totally transparent approach 3. Carry out regulatory monitoring to ensure constant conformity, in every legal area. 4. Pursue our commitments towards the local community, participate in cultural action and children s protection with support for the charity Les Enfants du Mékong. The Grand Hôtel sponsors the restoration of the Chapelle Saint Sauveur,0 the archaeological treasures on Saint Honorat Island, the Musée de la Castre and its rehabilitation project. 5. Boost our societal commitments by getting involved in the protection of children, biodiversity and cultural heritage. Increase our involvement in the local economy to support local business enterprise. Reinforce our commitments and social principles as set out in the establishment s Ethical Code: protection, fairness, equality, diversity, responsibility, confidentiality and transparency. D. CULTURAL INTEGRATION: Located at the heart of the world s cinema capital, the Grand Hôtel has always been a cultural site. The hotel gardens and its former outbuilding, La Malmaison, have housed exhibitions for decades. The Grand Hôtel, aware of its duty to transmit this heritage and make it long lasting, is committed to: 1. Promote access to culture within our building and in our gardens. 2. Inform and communicate widely on these aspects. 3. Contribute to preserving our natural and cultural heritage. 4. Respect intellectual property rights and copyright. E. QUALITY: In the world of luxury, satisfying an increasingly discerning clientele is a duty more than a priority. 1. Continue to improve the satisfaction of our customers, and involve them by inviting them to fill in a satisfaction questionnaire at the end of their stay. 2. Monitor quality by commissioning through audits carried out by Actifh and by the firm Service Action Qualité to ensure respect of HACCP (Hazard Analysis and Critical Control Points). 7

8 3. Perfect the quality of our service by integrating sustainable development, and communicating the approach on all of our media outlets. 4. Communicate comprehensively, regularly and transparently on all of our networks (internal and external) and on our website. F. HEALTH AND SAFETY: 1. Risk management guaranteed for all departments and environments. This is ensured by regularly updating the hotel s Risk Management Plan. 2. Updating of a single document per department on occupational risk prevention and the application of remedial, preventative and palliative measures by the health and safety committee (CHSCT). 3. Immediate reaction as soon as a risk of danger is observed. 4. Secure, defined storage, identification of dangerous and toxic substances. 5. Replacement of toxic substances as far as possible. 6. Improved health and safety through new facilities, awareness-raising and training. Monitoring of HACCP by the independent laboratory Service Action Quality. 7. Fire and health safety, regular training and awareness-raising for staff. 8. Ensure the safety of staff and customers. 9. Health in the workplace promoted via courses on preventing risks and occupational disease (gesture and posture training, rescue and first-aid monitors) overseen by occupational doctors and work inspectors. 10. Social protection for staff, company health and insurance plan. 11. Emphasis on wellbeing in the work place (comfortable facilities, work conditions). 8

9 IV. CONCLUSION: The Grand Hôtel has adopted an eco-citizen approach and bases its policy on sustainable development, a principle that is now an integral part of its corporate culture. As part of the select 5-star club, it is our duty to set an example. It is to this end that the Grand Hôtel intends to pursue its commitment to a virtuous, efficient approach to sustainable development combining environmental, economic, sociosocietal and cultural aspects. Date: Signature of the Management: 9